Diversity Management Content in Introductory Human Resource Management Textbooks

From the limited empirical knowledge we have, religion is hardly ever implemented as a dimension of diversity management in German firms. As religion is increasingly important in many areas of law, with regard to world conflicts, the integration of refugees, societal tensions and potentially high religious diversity of employees and customers in globally acting firms, this finding triggers questions why or why not religion is applied as a dimension of diversity management in German companies. We thus discuss pros and cons for considering religion as a dimension of diversity management, arguing that on the one side there are many arguments for employers in favour of considering religion as a diversity dimension, especially arguments grounded on legal regulations, discrimination or effects on performance and resilience of employees. However, on the negative side, attributions of conflict and irrationality connected with religion and employers’ difficulties in collecting a sound database may hamper implementation as a diversity dimension. We conclude with a research outlook.

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The nexus between diversity management (DM) and organizational performance (OP): mediating role of cognitive and affective diversity

European Journal of Training and Development ◽

10.1108/ejtd-09-2020-0137 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Shagufta Showkat ◽

Siddharth Misra

Keyword(s):

Resource Management ◽

Human Resource Management ◽

Organizational Performance ◽

Human Resource ◽

Diversity Management ◽

Content Type ◽

Mediating Role ◽

The Impact ◽

The Relationship

Purpose Present day organizations are considering workforce diversity as one of the main challenges in the human resource management. This study aims to find out the relationship between diversity management (DM) in the context of strategic human resource management (SHRM) and organizational performance (OP). An attempt is made to find out the mediation effect of cognitive diversity (CD) and affective diversity (AD) in the relationship between DM and OP. Design/methodology/approach The constructs investigated in the present study include DM, OP, CD and AD. Structural equation modeling has been used to test the model fit. The data was collected from 50 human resource professionals working in different organizations in the information technology (IT) sector in Bangalore, India. Confirmatory factor analysis has been used for establishing the reliability. Findings The results show that there exists a significant relationship between DM and OP. This significant positive relationship can be attributed to the mediating role of CD and significant negative relationship is because of the AD. Research limitations/implications This study has several limitations. In this study, only three DM practices have been considered. The generalization of the results is another limitation as the study has been conducted in the IT sector in Bangalore, India. Similarly, sample size also affects the implications of an empirical study and sample size in this study is small. This study has investigated only the impact of two aspects of diversity, cognitive and affective, while neglecting the effect of communicational and symbolic processes. Practical implications The results indicate that organizations must consider that by providing intercultural trainings (ICTs), work–life balance (WLB) and work-time flexibility options, the negative aspects of diversity can be minimized. Moreover, organizations should encourage the task conflict which leads to better decision-making as well as creates a sense of group identification, which may help in the avoidance of negative consequences of AD. Originality/value This study is undertaken to find out the effect of certain diversity-oriented SHRM practices such as flexible working times, WLB, ICT and its impact on the OP in the Indian IT industry. This study has investigated the mediating role of CD and AD on the relationship between diversity-oriented SHRM practices and OP, which is the novelty of this study. Third, the study has been undertaken considering that there is a dearth of research on the impact of AD and CD on OP in the Indian context.

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Managing for Public Service Performance

10.1093/oso/9780192893420.001.0001 ◽

2021 ◽

Keyword(s):

Resource Management ◽

Public Sector ◽

Human Resource Management ◽

Performance Management ◽

Human Resource ◽

Public Service ◽

Public Management ◽

Diversity Management ◽

Service Performance ◽

Management Performance

How does management make a meaningful contribution to public service performance? This is the overall question of this volume. The sixteen chapters aim to clarify conceptual issues; critically reflect on assumptions underlying public management and public service performance understandings; theoretically explain direct and indirect relationships between management and performance; and outline a research agenda based on a review of the extant literature. In order to achieve these aims, this volume takes a multidisciplinary, critical, rigorous, and context-sensitive approach. The disciplines of public management, leadership, human resource management, and work and organization psychology are combined because they focus differently on aspects of management, public service performance, employee outcomes, and linking mechanisms such as employees’ attitudes and behaviors. Multidisciplinarity is illustrated by the variety of management aspects examined: different types of leadership behaviors, people management, performance management, human resource management systems, diversity management, and change management. Stakeholders often emphasize different public values that influence what they hold desirable in public service provision. The authors critically reflect on which stakeholder interests are included and excluded in empirical studies. The institutional perspective informs critical reflection on public sector context factors that affect the management–performance relationship in democratic societies. By paying attention to distinctive features of the public sector context, the volume contributes to both knowledge growth and the improvement of public services in practice.

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The role of electronic human resource management in diverse workforce efficiency

SA Journal of Human Resource Management ◽

10.4102/sajhrm.v17i0.1118 ◽

2019 ◽

Vol 17 ◽

Author(s):

Tonja Blom ◽

Yvonne Du Plessis ◽

Hamid Kazeroony

Keyword(s):

Resource Management ◽

Human Resource Management ◽

Human Resource ◽

Technology Implementation ◽

Ecological Model ◽

Diversity Management ◽

Unintended Consequences ◽

Diverse Workforce ◽

Managerial Implications

Orientation: Diversity management, focusing on developing and appreciating diverse ideas and building relations among diverse employees, and new electronic human resource management (e-HRM) approaches to employees, often leave employees feeling disrespected and indignant. Thus, instead of human resource practitioners, harnessing the strategic role of e-HRM towards value creation for people and organisation, e-HRM has taken a dehumanising turn.Research purpose: This research questioned how technological changes affecting e-HRM could optimise and enable diversity.Motivation for the study: Current literature does not adequately address this e-HRM dilemma impacting on HRM.Research approach/design and method: A qualitative exploratory case study was used to determine how and to what extent the application of e-HRM technology implementation impacted on diversity management. The human niche and ecological model theories help explain the nature of employees’ interactional relationships and coping mechanisms when intervening factors such as e-HRM are introduced respectively.Main findings: The research revealed disconnectedness between e-HRM, individuals and groups, affecting efficiency. Further research is required to improve humanistic approaches for e-HRM implementations.Practical/managerial implications: Application of human niche theory may guide a more participative approach from the onset. Leaders and managers who follow a pure transactional approach may fuel employee isolationism and hamper diversity management through technology in e-HRM.Contribution/value-add: Our findings provide insight into the unintended consequences of diversity. We indicated how e-HRM systems can lead to relational breakdown in a developing country context. Technology should be integrated in managing diversity, and not just focused on operational efficiencies.

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Diversity management in japanese firms and research in human resource management

Japanese Journal of Administrative Science ◽

10.5651/jaas.28.151 ◽

2015 ◽

Vol 28 (2) ◽

pp. 151-181

Author(s):

Tomoyuki Shimanuki ◽

Nobuko Nagase ◽

In-seok Chae ◽

Kiyohiro Oki ◽

Yuka Shimada

Keyword(s):

Resource Management ◽

Human Resource Management ◽

Human Resource ◽

Diversity Management ◽

Japanese Firms

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Implementation of Staff Recruitment Policies and Diversity Management in Universities in Central Uganda

Makerere Journal of Higher Education ◽

10.4314/majohe.v7i1.2 ◽

1970 ◽

Vol 7 (1) ◽

pp. 13-30

Author(s):

E Namutebi

Keyword(s):

Resource Management ◽

Human Resource Management ◽

Human Resource ◽

Diversity Management ◽

Specific Reference ◽

Strict Adherence ◽

Employee Recruitment ◽

Staff Recruitment ◽

The Way

Universities in Central Uganda exhibit shortfalls in the area of staff diversity management. This is threatening the development of the universities. However, hitherto, the reasons for the said shortfall were not clear. This paper reports on the findings of a study that delved into these reasons, with specific reference to staff recruitment policies and their implementation. It reports that the fairness of the universities’ employee recruitment guidelines and the way these are implemented are significantly and positively with the universities’ diversity management. The failure to manage staff diversity in a fair manner is attributed to unfairness of some of the universities’ recruitment policy guidelines albeit partially; adherence to the guidelines was found to be more significantly related to effectiveness in diversity management. Subsequently, the paper recommends elimination of recruitment guidelines that discriminate against some would be qualifying applicants and strict adherence to the policy guidelines that promote staff diversity.Keywords: Diversity management; Human Resource Management; Governance.

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Factors influencing well-being at work

Hadtudomány ◽

10.17047/hadtud.2020.30.e.183 ◽

2020 ◽

Vol 30 (E-szám) ◽

pp. 183-197

Author(s):

Krisztina Dajnoki ◽

Péter Miklós Kőmíves ◽

György Norbert Szabados ◽

Éva Bácsné Bába

Keyword(s):

Resource Management ◽

Human Resource Management ◽

Human Resource ◽

Work Experience ◽

Diversity Management ◽

Integrated Approach ◽

Well Being ◽

Labour Market Situation ◽

Factors Affecting

The role of the effective human resource management became more important in the last decades. The globalisation trends, the effects of the micro- and macro environment including the labour market situation, the changes of acts, laws and regulations require the employment of well-trained HR specialists and the adaptation of skills and best practices regardless to the size of the organisation. Based on surveys nowadays the labour-hoarding, building commitment, and increasing loyalty became the most important activities of the human resource management. These topics are all strongly related to the workplace wellbeing. One of the special characteristics of the human resource management is the integrated approach means all the fields of human resource management belongs to each other and they all have effects on each other. Because of these changes new functions of the human resource management formed, including retaining, diversity management, generation management, talent management, work-experience management and HR branding. Recently, more attention is paid to those HR solutions which are combined with digitalisation and gamification. The attitudes regarding the traditional areas of human resource management also changed. The role of health preservation in the organisation in connection with labour safety activities also became important. The health preservation also has impacts on the workplace well-being. The aim of the study is to clarify the most important notions, concepts and approaches of the workplace well-being, their connections to other HR activities with special regard to the role of the health preservation based on domestic and international literature. We also expound the factors affecting the workplace well-being connected with the health preservation like commitment, stress, satisfaction, work-life balance, and health development.

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Relationship between Diversity Management and Human Resource Management: Their Effects on Employee Innovation in the Organizations

Black Sea Journal of Management and Marketing ◽

10.47299/bsjmm.v1i2.61 ◽

2020 ◽

Vol 1 (2) ◽

Keyword(s):

Resource Management ◽

Human Resource Management ◽

Human Resource ◽

Diversity Management

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The Diversity Context of Human Resource Management

The Oxford Handbook of Contextual Approaches to Human Resource Management ◽

10.1093/oxfordhb/9780190861162.013.26 ◽

2021 ◽

pp. 562-582

Author(s):

Robin Kramar ◽

Denise Mary Jepsen

Keyword(s):

Resource Management ◽

Human Resource Management ◽

Human Resource ◽

Social Identity Theory ◽

Diversity Management ◽

Social Categorization ◽

Social Capital Theory ◽

Capital Theory ◽

Management Processes ◽

The Impact

This chapter reviews the literature and theory on diversity, the diversity context, and diversity in human resource management. First, a four-stage model of the evolution of diversity management is presented, detailing the problem-specific, integrated, culture change and inclusive workplace stages of diversity management. Diversity management is shown to have demographic, economic, and political considerations because it focuses on managing individual differences. Second, models of diversity management processes are presented. Third, diversity theories and frameworks from strategic management through stakeholder approach, social categorization, social identity theory, and social capital theory are discussed. National- and international-level influences on diversity management, including the impact of religion, are discussed. Finally, data on recruitment action programs are presented to demonstrate the varied uptake of particular diversity practices in selected countries. Opportunities for further research are identified, implications for practice are highlighted, and conclusions are drawn.

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